In such a complex activity as the field of personnel management, principles must be observed in order to achieve maximum effect. Only then will you be able to achieve a significant increase in profits due to the fact that each employee begins to fulfill his official duties larger and better quality. Therefore, every manager who wants to start managing his employees in a useful way should study these principles.

Process characteristics

But in an activity like personnel management, one cannot start right away by learning the principles. First, let's look at how the understanding arose that workers need to be properly managed.

In the middle of the last century, some companies reached a level where there were already thousands of people on the staff, but it was not always possible to increase profits by constantly increasing the staff of the company. Then it was decided that it was necessary not only to increase the quantity, but also the quality, that is, to raise the professional level of employees, and thus organize them professional activity to bring maximum benefit to the company.

Features of management in different countries

But approached the solution of such a problem in different countries ah in your own way. This is due to the different cultural and economic characteristics of the regions. At present, most experts distinguish three main methods of personnel management: European, American and Japanese. There are others that are less common. So, for example, some researchers single out in a separate methodology the ways in which the USSR approached the management of teams. But since this system is currently not used and is generally little implemented in a typical company, we will not dwell on them in detail.

As for the three methods that have already been listed above, they are closely intertwined with the main theme of our work. The fact is that the principles of personnel management can differ quite seriously depending on the method by which the management itself is implemented. Therefore, further we will try to elaborate on each of these methods, indicating exactly those principles that are considered basic in it, and at the end we will summarize by selecting those that are relevant for any method of managing employees.

We will start with the American system, because it is one of the most common in the world, including among modern Russian companies. The essence of this technique is the individualism of the worker. Everyone is focused on personal results. Each employee is responsible personal responsibility for all failures and receives awards for merit.

Basic American Principles

This system provides for several basic principles that should guide company leaders when organizing work based on them. The principles are:

1. Individualism. For an employee of an American company, the main thing is their own achievements. He builds his career and worries about it in the first place. For each decision he makes, he will be responsible himself, but at the same time he can claim a well-deserved reward for his success.
2. Vertical personnel policy. An employee can only be promoted or demoted. He cannot be transferred to another department or to a position of a different nature. American workers are specialists of a narrow nature who know their profession and nothing else. Therefore, within one company, they move strictly upwards. From this follows another principle.
3. Mobility is another principle that guides the American personnel management system. It lies in the fact that every one and a half to two years everyone should change their place of work. As mentioned above, within one company, an employee can only move vertically, that is, to the place of his superior. Since such vacancies are rarely vacated, it is necessary to change the place of work in their search. It is believed that if you work in the same company for a long time, then you are not in great demand.
4. Communication within the company is another principle that can be identified in the traditional American model of personnel management. It is expressed in the fact that the employee can freely put forward proposals for improving the work. If a decision is made to implement them, then usually the one who proposed them does it. The authorities are quite accessible for communication, including due to the existence of common recreational areas.

These are the basic principles of work with personnel in American companies.They are conditioned by the culture of the American nation based on individualism. This system can bring a fairly high level of profit due to its use, but at the same time it is not oriented towards the formation of a team loyal to the company's management, configured for long-term cooperation with it.

Almost diametrically opposed are the laws and principles on which the Japanese model of personnel management is based. She originated in post-war years as an attempt to give impetus to the development of the Japanese economy in difficult crisis years, when the country's large companies experienced a significant decline. Some experts argue that the Japanese model of personnel management was one of the factors that allowed this country to experience a significant the economic growth over the next few decades.

It is based on the following principles:

1. Collectivism. This principle provides for the focus of each employee on overall result. The staff of the company in this case is a kind of working likeness of a family, in which the boss is like a father for each of his employees.
2. One of the main principles of the Japanese model of personnel management is company loyalty. When hiring, more attention is paid to the extent to which the views of the employee are consistent with the corporate philosophy. It may even be more important than his professional skills in some cases.
3. Work changes mostly within the same company. high horizontal mobility: an employee can be transferred from one department to another, where, in the opinion of the manager, his skills and abilities will be more useful to the company. Due to this, the employee becomes a specialist with a broader profile than in the West and masters a significant number of different professions. Often this is how the sons of the owners begin their careers. large companies whose parents want them to master all aspects of their family business.
4. Japanese companies are focused on long-term cooperation with employees. Regular trainings are organized to improve skills and improve teamwork. Employees are constantly given salary increases in accordance with the period of their work in the company, even if they do not grow in this position.

Japanese companies are guided by such principles in personnel management. Unlike the American one, this system is more focused on the formation of a team and sees the company as a single mechanism that brings more profit, the better its parts work together.

European management system

To some extent, it is a synthesis of the two previous ones with the addition of some elements, which we will dwell on in more detail.

First of all, this is a broad liberalization of the rights of workers regarding both employment and the work process itself.

These are not just laws - European companies themselves are pursuing a similar policy. Companies organized in this way are expected to be more profitable, because everyone in them will work on the basis of a common spirit. The free flow of ideas within the company is encouraged. The most comfortable working conditions are organized for each employee.

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MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION
Yelets State University named after I.A. Bunina

Faculty of Economics
Department of Management

Course work
in the discipline "Theory of Management"
on the topic: Features of personnel management in different countries

Introduction……………………………………………………………………………3
1. The concept and features of the management of Russian enterprises in comparison with foreign ones………………………………………………………….6
1.1 Features of the organization of personnel management……………………….6
1.2. The specifics of management in Russia………………………………..………12
2. Principles and features of the application of the Japanese management system………………………………………………………………………..15
15
2.2 Management decisions, style and concept of management………….…..18
3.American model of management…………………………………….…..22
3.1. Theoretical aspects of the American model of personnel management………………………………………………………………………..22
3.2. Analysis of the American model of personnel management in enterprises……………………………………………….…………………..31
Conclusion................................................. ................................................. .......36Bibliography .......................................... ................................................. ...........38

Introduction

The chosen topic is currently very relevant, since the peculiarities of management in different countries have always been in the spotlight.
Modern conditions of activity industrial enterprises require the creation effective system personnel management of the enterprise, development of its personnel potential.
In this situation, there is a need for a theoretical rethinking personnel processes, development of a methodology for the formation of a strategy and tactics for the effective use of the personnel of industrial enterprises, contributing to the rise and development of the domestic industry, ensuring their competitiveness both in domestic and world markets.
The insufficiently high level of professional training of part of the personnel of industrial enterprises makes it difficult for them to adapt to modern requirements which makes the theoretical development of socio-economic mechanisms for the training and reproduction of highly qualified workers of industrial enterprises with a high level of general and specialized education particularly significant and relevant.
It should be noted that at present a particularly acute problem facing industrial enterprises is the creation of personnel management services that meet the requirements modern management, own effective systems of training, retraining and advanced training of personnel, including workers of industrial enterprises, as created in Soviet times the system of their vocational training has practically been eliminated.
At the same time, in existing scientific research, insufficient attention is paid to the problems of forming an effective personnel management system for industrial enterprises and preserving their human resources, concepts, practices and prospects for its development, creating their own effective training system, retraining and advanced training of employees of enterprises, a search and selection system leading cadres.
There is practically no methodology for developing and creating an effective system for managing the professional and qualification development of the personnel potential of industrial enterprises. The quantity and quality of available publications does not correspond to the severity and relevance of solving the relevant problems.
The object of the study is Russian and foreign experience in personnel management.
The subject of the research is the processes of personnel management of an enterprise in various conditions.
The purpose of this course work is to study the experience of enterprise personnel management both in Russia and abroad.

Concretizing the goal, it should be noted that in the course of writing the work, the following tasks should be solved.

Introduction

"The manager does not deal with dogs, not with monkeys,
but with people. His only appointment as
leader - to encourage other people to work "
Lee Iacocca

It is known that well-organized management of the company is the key to its successful operation. There are various management schools: American, European, Japanese. Each of them has its own characteristics associated with the national traditions of the country. So, for example, certain difficulties arose when trying to export Japanese management abroad. So natural for the employees of this country is the spirit of the company - the family, when Japanese managers are interested in their wards in the details of their life, which goes beyond official duties, Europeans and Americans, who became employees of foreign branches of Japanese firms, were perceived as interference in privacy.

In principle, the question of which management is better: Japanese, American or European, is not entirely legitimate. The search for an optimal model can only go along the path of mutual adaptation and mutual enrichment. Companies that are able to perceive new forms and ideas, to abandon something traditional, but hindering development, receive advantages.

Section 1

Personnel policy in American firms is usually based on more or less the same principles. Recruitment. General criteria for recruitment are education, practical work experience, psychological compatibility, ability to work in a team. Leading personnel in the firm are appointed. Special attention is given to providing the company with qualified workers in such professions as adjusters, tool makers, repair personnel. There is a shortage of qualified personnel at the lower level: senior foremen and foremen. This is due to high requirements and responsibility, insufficient moral and material incentives, the unwillingness of skilled workers to occupy the positions of a foreman, an increase in the requirements for this work in the field of technology and the human factor.

Working conditions. The introduction of automation in production has made significant changes in the working conditions of personnel:

• replacement of rigid lists of professions and job descriptions broader, more acceptable and more convenient for workers;
• reducing the volume of work in central services and reducing the administrative apparatus;
• transition to flexible forms of remuneration;
• association of engineers, scientists and production workers in end-to-end (from design to manufacture of products) teams - design and target groups.

Of great importance in the development of personnel policy are the principles and requirements for employees hired.

American firms using traditional principles selection of personnel for employment, the main attention is paid to specialized knowledge and professional skills.

Firms are guided by a narrow specialization of managers, engineers and scientists. American specialists tend to be professionals in a narrow area of ​​expertise, and therefore, their promotion in the management hierarchy occurs only vertically, which means, for example, that a financier will make a career only in this area. This limits the possibility of promotion through the levels of management, causes the turnover of managerial personnel, their transition from one company to another.

Upon hiring, all candidates are tested to identify professional training. Typically, each firm develops its own selection criteria and the procedure for hiring employees. After hiring, an induction procedure is carried out, when the employee is introduced to his duties according to instructions corresponding to his narrow specialization, the activities of the company as a whole and its organizational structure.

In American firms, the dismissal of personnel, including managers, is always accompanied by a series of evaluative and educational techniques, except in extreme situations (theft, fraud, obvious disorderly conduct). Each employee is assessed once or twice a year. The results of the assessment are discussed by the employee and his boss and signed by them. They contain a list of shortcomings in the work and ways to eliminate them, as well as, if necessary, a warning about dismissal or that further tenure depends on improvement in work.

The final decision on the dismissal of an employee is made by a manager two or three levels higher than the supervisor directly. In any case, the employee can appeal the dismissal decision to a higher level of management or through the courts. Some firms have commissions labor disputes who deal with complaints of employees in connection with the dismissal. The composition of such commissions includes both representatives of the administration and workers.

In most firms in modern conditions, the tendency to reduce the number of employees prevails. functional services in the process of reorganization of the company as a whole. For example, Ford and Chrysler have laid off approximately 40% of their functional service workers. Along with the reduction in the number of administrative staff, the system of information flows and decision-making procedures was restructured.

American entrepreneurs gravitate towards the individual approach, while Japanese entrepreneurs prefer the team concept.

Approaches to personnel management.

• Approach "human capital". Small investment in education. It is easier to "buy" an employee Training in specific skills. Formalized assessment.
• The labor market approach. In the first place are external factors. Short term hire. Specialized Promotion Ladder
• The "commitment to the organization" approach. Direct employment contracts. external incentives. Individual work buildings. Rigid career model; american model management of the organization adapts to external circumstances, changes in which lead to changes in the activities of the organization as a whole.

American scientists - sociologists, economists - note that in the course of the current stage of scientific and technological revolution there is a sharp expansion of the ability of workers to influence the results of production and economic activity. This is explained not only by the fact that today the worker sets in motion a huge mass of materialized labor. Character modern technology production and management in many cases excludes strict regulation, requires the provision of a certain autonomy in decision-making directly at the workplace and at the same time limits the ability to supervise the actions of the operator. The American sociologist D. Yankelovich considers the expansion of the individual powers of the modern worker in comparison with the part-time worker of the era industrial revolution one of the defining features of the "Second Industrial Revolution". The noted changes in the content of labor, no doubt, take place and have an impact on the restructuring of the approach to personnel management.

These changes are visible not only at the production, but also at all levels of management. The computerization of management today makes it possible to eliminate a number of intermediate links in its middle echelon, especially those positions in which managers are primarily engaged in aggregating information. This increases the level of complexity and responsibility of decisions made at the highest levels, a number of powers are additionally delegated to the middle and lower levels of management. In many corporations, there is a radical restructuring of the work of managers at the bottom, especially in the case of the organization of "self-managed working groups." At the same time, at many plants, for example, the new Saturn complex of General Motors, the figure of the master generally disappears from staffing and an attempt is made to pass its functions working group. On the contrary, the duties of senior foremen overseeing several autonomous working groups are becoming much more complicated, and managers are required to use different methods of work, use leadership and persuasion skills, increase attention to staff training and management of the morale in teams, not to mention the knowledge new technology and computer literacy.

Changes in the nature of the required professional skills, job requirements, the level of responsibility determine the mandatory special training and advanced training of employees. Thus, at Saturn factories, the training of workers before starting work as part of "self-managed working groups" takes from 3 to 6 months and is carried out according to special programs.

Personnel training is considered within the framework of the "human resources approach" as a means of increasing individual labor productivity. It is believed that as a result of training, the gap in the values ​​of the "values" of employees for the company (in relation to the best ones) can be reduced by 2-3 times, and profits can be correspondingly increased.

The approach to the labor force as a resource also means an awareness of the limited sources of certain categories qualified specialists, managers, workers compared to the needs of production, which leads to competition for the possession of its most important and scarce categories. The private capitalist economic system widens the gap between the rapidly changing needs of production and general level and the nature of the professional training of workers. STD requires firms to spend more on training, vocational training, systematic professional development and retraining. The pursuit of many corporations for the most qualified labor force, with practical experience, solves their particular problems, but exacerbates the general imbalances in the labor market. A reflection of this circumstance is competition for high quality labor. The transition to active recruitment methods, however, requires a significant increase in the budget personnel services. Calculations for one company showed that recruiting a specialist in a college, on average, costs the firm 3 times more than conventional methods of selecting from among those who applied to the firm. In corporations that go to such costs, labor ceases to be a "free" resource. Since capital is invested in it, the firm becomes interested in a sufficiently long and complex use of this specific "resource".

In practical terms, this approach is associated with such new aspects in personnel work as forecasting the need for certain categories personnel; special accounting of qualifications and professional skills with the formation of a data bank; transition to active methods of recruiting and selecting personnel outside the firm; a significant expansion of the scope of in-house training of personnel; the use of an annual formalized assessment of labor results for a detailed identification in the interests of the company of the existing potential of each employee, etc. In large corporations, elements of intra-company social infrastructure for various purposes began to be created - from cafeterias to medical and physical education dispensaries, programs appeared to improve working conditions and more general programs to improve the quality of working life.

A number of corporations interested in high quality human resources have been making great efforts in recent years to study and develop new approaches to their planning and use, new forms of management organization. For example, 16 major corporations have jointly formed the Environmental Tracking Association, which, on behalf of the corporations that fund it, studies the impact new technology, state regulation and other external factors for management by human resourses.

Today, two trends are operating simultaneously in the use of labor in the United States. The first is the desire of corporations to fully meet the needs own production high-quality workforce, thereby achieving important competitive advantages. Industries related to new directions scientific and technological progress, impose significantly higher requirements on the quality of the personnel used. This strategy involves additional investment not only in the training and development of the workforce, but also in the creation necessary conditions for a more complete use. This, in turn, creates the interest of firms in reducing turnover, securing employees for the firm. Hence the trend towards a significant expansion and restructuring of work with personnel.

The concept of "human resources" resorts to economic arguments to justify new approaches to the use of personnel and the need for investment in the development of labor resources. In cases where the employer is dealing with a surplus labor market, low-skilled personnel or the corresponding economic situation, this concept turns to other facets and is actually combined with the most archaic forms. personnel work, labor intensification.

The presence of many examples of large long-term investments and large organizational efforts of corporations in terms of selection, training and development of personnel, creating conditions for increasing labor productivity only confirms general rule, according to which the personnel policy of corporations is determined by the economic assessment of the effectiveness of the costs incurred.

The choice of a personnel work strategy is determined by the actual conditions of the functioning of corporations. They, in turn, are largely due to the current mechanism of state-monopoly regulation.

Section 2

Japan has its own specifics in personnel management, which is based on the following features: hiring workers for life or for a long time; increase in salary with seniority; participation of workers in trade unions that are created in the company.

The following basic principles of the Japanese type of management can be distinguished:

• the interweaving of interests and spheres of life of firms and employees, the high dependence of the employee on his firm, the provision of significant social guarantees and benefits to him in exchange for loyalty to the firm and readiness to protect its interests.
• the priority of the collective beginning over the individual, encouraging the cooperation of people within the company, within various small groups, an atmosphere of equality between employees, regardless of their positions;
• maintaining a balance of influence and interests of the three main forces that ensure the functioning of the company: managers, specialists and investors (shareholders);
• formation of partnerships between firms - business partners, including between suppliers and buyers of products.

Thus, the personnel management system in Japan implies employment guarantees, training of new employees, remuneration depending on the length of service, and a flexible salary system.

Employment security is provided in Japan to a certain extent by a system of lifetime employment, which extends to workers until they reach 55-60 years of age. This system covers approximately 25-30% of Japanese workers employed in large firms. However, in the event of a severe deterioration financial position Japanese firms go through layoffs anyway; There are no official documents regarding employment guarantees. However, it is believed that the job security provided by Japanese firms to their employees underlies the success they have achieved in increasing productivity and product quality, in securing employee loyalty to their firm.

In Japanese firms, they are of the opinion that the manager should be a specialist capable of working in any part of the company. Therefore, when improving the qualifications, the head of a department or subdivision chooses to master a new field of activity in which he has not worked before.

Firms use the combination of professions as a criterion, the ability to work in a team, understanding the importance of their work for a common cause, the ability to solve production problems, link the solution of various problems, write competent notes and draw graphs.

In most firms, hiring involves familiarizing the employee with a description of the intended job functions, rights and responsibilities. If the specific job for which the employee is accepted is not included in the annual plan, then its justification is necessary, according to which the proposed position must be qualified by the personnel department for its inclusion in existing system wages.

Recruitment begins after proposals for new position approved by top management. The personnel department helps the head of the department where the vacancy is announced to select candidates for employees. He usually prepares a short list of candidates who are qualified for the position. In some firms, it is mandatory to include employees of other departments of their firm in the list of candidates. Recruitment of candidates from the outside is carried out through advertising, personal contacts, professional employment firms, available electronic databases. Listed candidates usually go through a series of interviews with future managers (two or three levels up), colleagues and, if necessary, subordinates. The interview results are summarized and supplemented with recommendations. The final choice is made by the immediate supervisor. Nissan's slogan "People Are the Enterprise" succinctly reflects personnel policy Japanese companies.

In personnel management, there are three interrelated approaches arising from economic and organizational theories.

The first approach is related to the formation human capital. It is based on the desire of the organization to develop its own labor potential, and not to recruit people from outside. This approach is a variation on the "make it or buy it" philosophy: some companies find it more economical to buy than to manufacture components for their product, other companies prefer to buy ready-made talent on the side than to invest in its training and development.

This strategy has its pros and cons. In conditions of high competitive external labor markets, it is more profitable for an organization (in order to avoid losing an employee) to set a high salary for an employee for additional qualifications. In this case, the organization pays the employee for new skills that allow them to acquire and accumulate experience. Thus, for an employee, this is a gift from the organization for reducing staff turnover, because the cost of experience is extra education.

The second approach is associated with the use in personnel management of factors that motivate the employer to search for the labor force of the optimal professional profile in the external labor market. At the same time, it should be borne in mind that attracting labor from the external market is associated with certain restrictions. So, there are certain costs for the selection of personnel, there are certain obstacles as a result of the activities of trade union associations, market conditions can reduce the supply of skilled labor required for this organization. Under these conditions, the use of an external labor market increases the costs associated with hiring workers.

As a result, it becomes more profitable for the organization to develop its workforce based on the rules it creates. Attention is paid to the retention of qualified and experienced employees with high requirements for each workplace. Staff turnover and absenteeism in the workplace are seen as costly consequences of using the external labor market.

The third approach relies on the concept of organizational loyalty, which leads to the creation of a behavioral model of the organization. In this case, the degree of involvement of employees in its activities is such that they are identified with the organization. Economic relations between employee and employer are supported by contracts between employees and the organization that define wages, other economic parameters that establish liability and limit the abuse of power. But at the same time, psychological factors are included, for example, the conscientiousness of the employee, the certainty of the task and its dependence on performance, personal and firm values, individual and group relationships, etc.

This combination of economic and psychological parameters aims to include in the duties of the employee responsibility for the results of performance in an atmosphere of high confidence in him. If the management philosophy of an organization is "good faith" daily work for a certain daily wage", her "psychological contract" with workers will be characterized by the presence a large number"blue collar". If her philosophy is to provide meaningful and rewarding work, she will invest more in the development of workers. The top-down personnel management system centralizes decisions on selection, evaluation, promotion and development; the bottom-up management system distributes decisions to all levels.

A human resource system aimed at group performance will take into account social compatibility in the selection process. It will also use a group-centric evaluation system and provide rewards that are acceptable to the group as a whole.

1. Approach "human capital".

Japanese model: Large investment in training. The employee needs to be "brought up" General training. informal assessment.

2. Approach "labor market".

Japanese model: In the first place are internal factors. Long-term (lifetime employment). Non-specialized promotion ladder.

3. The "commitment to the organization" approach.

Japanese model: Internal incentives. Group orientation at work. Complicated progress ladder ("snake")

In the Japanese management model, the most important mechanisms for change are linked to the internal mechanisms for the deployment of labor.

Japanese model Human resource management has the following features:

• a) common ethnic features - diligence, a highly developed aesthetic sense, love for nature, adherence to traditions, a tendency to borrow, ethnocentrism, practicality;
• b) features of group behavior - discipline, devotion to authority, a sense of duty;
• c) everyday life features - politeness, accuracy, self-control, thrift, curiosity.

The introduction of elements of family relations into the management of Japanese firms has created favorable conditions for strengthening labor discipline, improving interpersonal relationships vertically and horizontally and, ultimately, to improve production efficiency.

One of the components of the conceptual framework of personnel control can be called "total involvement". This concept covers a whole range of institutions confirming the colossal prestige of the labor process in the eyes of workers.

"Total involvement" corresponds to the dominance in Japanese enterprises of brigade methods of work. Here, borrowing from the ideas and practice of the functioning of family-clans is observed. The selfless work of the entire collective, in which each of its members had to dissolve without a trace, was invariably considered a patriotic duty, the best means of achieving production goals.

An employee, being part of a brigade, feels like in a familiar "family bosom", immediately mobilizes to protect him with hard work, most of all he is afraid of letting his colleagues down with incompetence or insufficient diligence. By the way, these fears prompt him, in particular, to be enthusiastic about participating in the rotation system, that is, to mastering related professions and thereby ensuring mutual assistance and interchangeability of brigade members.

The constant and deep concern of each employee for the interests of the brigade forms the background against which labor competition unfolds in Japanese companies. But it must be emphasized that the goal of the competition is not to overfulfill the set tasks, but to fulfill them scrupulously.

The second component of the conceptual framework for personnel control can be considered "trust". This concept describes the firm conviction of employees that any of their contribution to the success of the company, any sacrifice made in the name of its prosperity, sooner or later, in one form or another will be rewarded.

In Japan, systems of "lifetime employment" and seniority pay have become widespread: the main motivational role of the first is to guarantee stable employment, regardless of market fluctuations and other factors, and the second - to guarantee increasing pay for long-term loyalty to the firm.

The "lifetime employment" system includes almost exclusively graduates of educational institutions who have not previously entered the labor market, who do not have professional skills at all and, which is very important in Japan, professional skills that adequately meet the requirements of the hiring company.

Therefore, beginners, first of all, are passed through the mechanism industrial training with rotation according to various types of their professional profile to identify inclinations, the best compatibility with one or another of these types, and only after completing a course of study should they be sent to a specific job.

The third component of the conceptual framework of personnel control is "emotional intimacy". This term quite accurately reflects the essence of the statements of a number of theorists and practitioners of Japanese management regarding the eradication without a trace of official and personal barriers within the workforce in order to protect it from the harmful effects of stressful, conflict situations. "emotional closeness" occurs primarily in the workplace, in the production process. To some extent, this happens on the basis of simple communication of individuals working side by side. However, the main burden is borne by measures that contribute to the expansion of the participation of workers in firm management.

The advance and thorough preparation of Japanese firms for the perception of "participation in management" was ensured both by the reproduction of clan customs in enterprises with their group orientation, and by systems of "lifetime employment" and payment by seniority, creating and protecting the constancy of the most productive part. personnel, and, which is very significant from the point of view of maximizing "emotional intimacy", the traditional decision-making system ("rings").

This system is based on the use of a project of one or another solution, which can be proposed to the management of the company by various representatives of the managerial layer from top to bottom along the links of the organizational structure for evaluation. The main goal of launching the project into communication channels is to achieve a universal agreement on the recommended solution.

Some foreign experts see such potential drawbacks in the "ringi" system as slowness and dispersal of responsibility for execution. Apparently, this time too they are mechanically applying Western norms.

The clan nature of the functioning of a Japanese firm turns the consent of the staff with the decision made into a necessity that cannot be ignored. Behind what appears to be slowness to an outsider's eye, there is a carefully conducted familiarization and consulting work covering a wide mass of employees, including, of course, representatives of the "lower classes", work that makes the decision a "collective property", and therefore mandatory.

Conclusion

Exist different approaches to solve the problem of meeting the need for personnel in Japanese enterprises, Western Europe and USA.

The Japanese education system provides for the training of a specialist general profile. It is believed that the mastery of specific labor skills in any area is the prerogative of a particular organization, and not educational institution. Therefore, covering the need for personnel of lower positions in Japanese enterprises is carried out at the expense of external sources and more staffing needs high positions from internal sources.

Western European enterprises in many cases prefer internal sources covering the need for personnel, although formally the conditions of the competition for filling a vacant position are equivalent both for external applicants and for own employees enterprises.

American firms do not distinguish between the importance of internal and external sources of covering the need for personnel, providing equal opportunity when selected for vacant position, both to its employees and external applicants.

The material was placed within the framework of the Forum of Pedagogical Ideas "UROK"

It is categorically forbidden to copy the material on other Internet portals and in the archives of mass information, as well as to expand, transfer or copy it in any way without written permission to the Osvita.ua portal.

SEVERSKY TECHNOLOGICAL INSTITUTE
Federal State Budgetary Educational Institution
higher professional education
"National Research Nuclear University "MEPhI"
(Sti niyu mifi)

Department of SMiBU

FEATURES OF HR MANAGEMENT AT FOREIGN ENTERPRISES

Course work

in the discipline "Personnel Management"

Student gr. D-368

_______________________ Arkhipova M.I.

"____" ___________ 2010

Supervisor:

____________ I.V. Votyakova

"____" _________ 2010

Seversk 2010

Introduction.

Personnel management is recognized as one of the most important areas of the life of an enterprise, capable of multiplying its efficiency, and the very concept of "personnel management" is considered in a fairly wide range: from economic and statistical to philosophical and psychological.
The personnel management system ensures continuous improvement of methods of work with personnel and the use of achievements of domestic and foreign science and the best production experience.
The essence of personnel management, including employees, employers and other owners of the enterprise, is to establish organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influence on the interests, behavior and activities of employees in order to maximize their use.
Personnel management occupies a leading place in the enterprise management system. Methodologically, this area of ​​management has a specific conceptual apparatus, has distinctive characteristics and performance indicators, special procedures and methods - certification, experiment, and others; methods of study and direction of analysis of the content of labor of various categories of personnel.

The basis of the concept of personnel management of the organization is currently the increasing role of the employee's personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. The situation that has arisen in our country, the change in the economic and political systems at the same time bring both great opportunities and serious threats to each person, introduce a significant degree of uncertainty into the life of almost every person.
Personnel management in such a situation is of particular importance: it allows you to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization's personnel management system.
During the transition to the market, there is a slow departure from hierarchical management to market relations, property relations. Therefore, it is necessary to develop completely new approaches to the priority of values. The main thing inside the organization is employees, and outside - consumers of products. It is necessary to turn the consciousness of workers towards the consumer, and not towards the boss and profit.
To effectively manage the organization's personnel, a company must have a clear goal and a well-thought-out strategy for its development. Leading foreign firms (such as General Motors, Ford, Toyota, Mitsubishi, Sony, and others) pay great attention to strategic planning. Depending on the chosen goals, a strategy is developed - an action program that determines the development of the organization (expanding the production of core products and further promoting it to already developed markets; developing new products and selling them in the same markets; searching for new sales markets; diversifying production and marketing activities and etc.) and the corresponding management model.

Features of personnel management in Japan (on the example of Toyota)
The main features of Japanese government.

Features of personnel management at Toyota.
History of Toyota.

Toyota Guiding Principles.

1. “To honor the letter and spirit of the law of every country, to conduct business openly and honestly in order to be a worthy corporate citizen of the world.

2. Respect the culture and traditions of all nations and contribute through their activities to the economic and social development of society.

3. To direct efforts towards the production of environmentally friendly and safe goods, to improve the quality of life throughout the world.

4. Develop and develop advanced technologies and offer the highest quality products and services.

5. Develop a corporate culture that stimulates individual and collective creativity and promotes mutual trust and respect between employees and management.

6. Strive for growth in harmony with the global community through innovative management practices.

1.2.3 Production management system

5S system.

creation of a clean, including in terms of sanitary conditions, pleasant and safe working environment;
revitalization of jobs and a significant improvement in the morale and motivation of people;
elimination various kinds losses by minimizing the need to find tools, facilitating the work of operators, reducing heavy physical labor and freeing up space.

helping people develop self-discipline; such employees are always involved in 5S, they have a positive interest in kaizen, and you can be sure that they adhere to the requirements of the standards;
identification of many types of losses; acknowledging problems is the first step in eliminating waste;
getting rid of waste improves the 5S process;
pinpoint discrepancies such as scrap and excess stock;
reduction of unnecessary movements, such as walking and useless laborious work;
visual identification and subsequent resolution of problems related to material shortages, line imbalances, machine breakdowns and delivery delays;
simple solutions to significant logistical problems;
visualization of quality problems;
improving work efficiency and reducing transaction costs;

Features of personnel management in the USA (on the example of McDonalds)
The main features of American governance